Technology management - Structuring the strategic dialogue

Successful innovation requires effective communication within and between technical and nontechnical communities, which can be challenging due to different educational backgrounds, experience, perceptions, and attitudes. Roadmapping has emerged as a method that can enable effective dialogue between these groups, and the way in which information is structured is a key feature that enables this communication. This is an area that has not received much attention in the literature, and this article seeks to address this gap by describing in detail the structures that have been successfully applied in roadmapping workshops and processes, from which key learning points and future research directions are identified.

Towards a process framework for assessing the potential value of technologies

Current technology valuation literature predominantly focuses on explaining the merits and implications of specific tools, but little research is available that takes a contextual process perspective. The aim of this paper is to further develop an integrative process framework that supports the structuring of the valuation process and the more systematic choice of valuation techniques for new technologies. The paper starts by reviewing key concepts and issues that surround the assessment of technology investments and the evidence of what companies use. Many factors need to be brought into the appraisal process, reflecting technological and market conditions. While there is usually a desire to reduce the assessment to a financial value, it is also widely appreciated that there is long term strategic value in securing a technological lead, which is difficult, or even inappropriate, to assess in purely financial terms. The multiple factors involved in the evaluation activity are identified with respect to the changing nature of the appraisal process as the technology matures and the implications for associated tools. The result of the literature review is a process framework which provides a conceptual basis for integrating valuation techniques. This framework is then populated with the results of industrial case studies on technology valuation to allow conclusions on its applicability to be drawn. © 2011 IEEE.

A philosophical stance on developing industrially relevant strategic technology management toolkits

When considering the potential uptake and utilization of technology management tools by industry, it must be recognized that companies face the difficult challenges of selecting, adopting and integrating individual tools into a toolkit that must be implemented within their current organizational processes and systems. This situation is compounded by the lack of sound advice on integrating well-founded individual tools into a robust toolkit that has the necessary degree of flexibility such that they can be tailored for application to specific problems faced by individual organizations. As an initial stepping stone to offering a toolkit with empirically proven utility, this paper provides a conceptual foundation to the development of toolkits by outlining an underlying philosophical position based on observations from multiple research and commercial collaborations with industry. This stance is underpinned by a set of operationalized principles that can offer guidance to organizations when deciding upon the appropriate form, functions and features that should be embodied by any potential tool/toolkit. For example, a key objective of any tool is to aid decision-making and a core set of powerful, flexible, scaleable and modular tools should be sufficient to allow users to generate, explore, shape and implement possible solutions across a wide array of strategic issues. From our philosophical stance, the preferred mode of engagement is facilitated workshops with a participatory process that enables multiple perspectives and structures the conversation through visual representations in order to manage the cognitive load in the collaborative environment. The generic form of the tools should be configurable for the given context and utilized in a lightweight manner based on the premise of start small and iterate fast. © 2011 IEEE.

Classification and choice in product design

Life is full of difficult choices. Everyone has their own way of dealing with these, some effective, some not. The problem is particularly acute in engineering design because of the vast amount of information designers have to process. This paper deals with a subset of this set of problems: the subset of selecting materials and processes, and their links to the design of products. Even these, though, present many of the generic problems of choice, and the challenges in creating tools to assist the designer in making them. The key elements are those of classification, of indexing, of reaching decisions using incomplete data in many different formats, and of devising effective strategies for selection. This final element - that of selection strategies - poses particular challenges. Product design, as an example, is an intricate blend of the technical and (for want of a better word) the aesthetic. To meet these needs, a tool that allows selection by analysis, by analogy, by association and simply by 'browsing' is necessary. An example of such a tool, its successes and remaining challenges, will be described.

Environmental priorities in strategic product development

This paper reports some results from a major research project on the integration of environmental issues into design in the electrical and electronic industry. Product development practice and ecodesign methods were examined along with qualitative data from 19 manufacturers, using interviews and an action research methodology. A four-stage framework for ecodesign practice resulted: first, to make an environmental assessment from a life cycle viewpoint; then to communicate the analysis and collect feedback; thirdly to prioritize the environmental issues and finally to complete the design using relevant tools and methods. This 'ARPI' framework (analyse, report, prioritize, improve) applies to both strategic and operational levels. Initial testing of the framework in collaborating companies highlighted difficulties with communication with design teams; the role of 'ecodesign champions' is explained. Other challenges are the development of customized tools and the training of designers. The study concludes that the prioritization step is critical, as it simplifies and clarifies the tasks in design that take place after formulation of the specification. Copyright (C) 2000 John Wiley and Sons, Ltd. and ERP Environment.